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04. WORK-FAMILY BIDIRECTIONAL CONFLICT

 Introduction



Managing a healthy work-life balance may be a real struggle in today's fast-paced and demanding environment, where work and family life often collide and cause friction in both directions. The term "work-family conflict" describes the difficulties people experience while trying to balance their personal and professional life (Zhang, et al., 2014). This conflict may take many forms, such as time-based conflict (when competing demands on one's time are stressful and exhausting), strain-based conflict (when one's behaviors or expectations are in conflict with one another), and behavior-based conflict (when one's actions are at odds with another).


Work-Family, Family-Work Bidirectional Conflict

Impact on Individuals

Numerous people's health, relationships, and general happiness have been negatively affected by the two-way struggle between job and family life. Neglecting home duties may put a strain on relationships and add to feelings of shame or inadequacy, while stressing out over too much work can cause exhaustion, burnout, and lower job satisfaction.

Not only that, but people are finding it harder to detach and recharge outside of work hours, which can worsen work-family conflict, all because the lines between home and work are becoming more blurry as a result of technology improvements. A lack of leisure time, interruptions to family life, and an imbalance between work and personal life might result from this hyper-connected world (Schneewind, et al., 2010).


Impact on Organizations

Organizational engagement, productivity, retention rates, and culture are all negatively impacted by work-family conflict. Low morale and productivity in the workplace are the results of employees' increased rates of work-family conflict, which in turn increases the likelihood of absenteeism, presenteeism (being physically present but not completely engaged), and job discontent (Bilodeau, et al., 2020).

Companies that don't do anything to help their workers manage work and family life may find it difficult to attract and retain top talent, since people are more likely to work for companies that do. Organizational reputation and employer brand may both benefit from a culture that prioritizes workers' health and happiness and encourages a healthy work-life balance.


Strategies for Managing Work-Family Conflict

Both people and organizations need to take the initiative to manage work-family conflict effectively. Here are a few approaches to think about:

Flexible Work Arrangements

Employees may be empowered to better manage work and family commitments when employers offer flexible work hours, telecommuting choices, reduced workweeks, and job-sharing agreements.

 

Clear Communication and Expectations

One way to assist people better manage their time is to set realistic expectations about their workload, due dates, and availability and to make sure that everyone is on the same page.

Employee Assistance Programs

Employees' mental and emotional health may be improved by making counselling services, wellness programmes, and tools for stress management and work-life balance more accessible.

Promoting a Culture of Work-Life Balance

A healthy work environment and happier workers are the results of an organization-wide effort to promote work-life balance, honor personal boundaries, and care for employees.

Training and Development

 In order to help employees better handle work-family conflicts, companies should provide training on time management, stress reduction, and prioritization skills.

Figure 1 Strategies for Managing Work-Family Conflict



Conclusion

Organizations and people alike encounter the ever-changing problem of work-family conflict. Organizations and people alike may overcome these obstacles by admitting the problem, creating rules and procedures that help, encouraging open communication, and promoting a work-life balance.

Striking a balance between work and family duties is a continuous process that demands teamwork, empathy, and a dedication to putting health first. Organizations can foster a more engaged, productive, and resilient workforce by proactively resolving work-family conflict, and people may achieve more pleasure, fulfilment, and success in their professional and home life.




References

Bilodeau, J., Marchand, A. & Demers, A., 2020. Work, family, work–family conflict and psychological distress: A revisited look at the gendered vulnerability pathways.. Stress and Health, 36(1), pp. 75-87.

Sanz-Vergel, A. I., Rodríguez-Muñoz, A. & Antino, M., 2024. Work–family conflict and spouse’s job performance: when detaching from home is key. Work & Stress, pp. 1-17.

Schneewind, K. A., Reeb, C. & Kupsch, M., 2010. Bidirectional work-family spillover and work-family balance: How are they related to personal distress and global stress?. Family Science, 1(2), pp. 123-134.

Xue, B. et al., 2020. Work-family conflict and work exit in later career stage. The Journals of Gerontology: Series, 75(3), pp. 716-727..

Zhang, X. C., Siu, O. L., Hu, J. & Zhang, W., 2014. Relationships between bidirectional work-family interactions and psychological well-being. Journal of Personnel Psychology.

 






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